1. Discuss the 2-3 goals and consequent objectives towards the request to suggest at least 2 goals and 2-3 objectives under each.
Here are a few goals/objectives I created for a previous strategic plan. I'll do some more reading to see if any would work for our case or at least be suitable starting points. I think a focus on staff/management could be especially relevant given the need for internal marketing.
Technology
KTPL shall implement technologies as they become available in order to keep services vital, while ensuring equal and efficient access to relevant information for all users.
C1. Utilize technology to enhance communication. For those who wish to subscribe, email a monthly library announcement that includes an upcoming program schedule, latest collection additions, and any other pertinent news. Conduct on-line assessments in order to modify resources and services to meet customer requests.
C2. Continue to increase the technical capabilities of the staff in order to serve the needs of members. Reallocate resources to assist staff and library members with technical questions. Establish a monthly brown-bag series, whereby staff presents individually-chosen topics of interest on a rotating basis.
C3. Partnering with community, enact an education program to provide PC training and job hunting classes on the Internet.
C4. Make reference services more readily available by adopting mobile reference technology such as My Info Quest (http://www.myinfoquest.info).
D. Management
KTPL will provide management with the tools required to gain the knowledge necessary to remain up-to-date with the ever-changing environment, while motivating staff to work more efficiently and effectively.
D1. Management will create a fund to help offset costs for one upper-level employee to attend a yearly ALA conference to keep up to date with current library trends and developments. D2. Upper management will develop an incentive program to recognize staff that adheres to professional standards with perks such as personal days. D3. Management will experiment with a “station rotation” schedule where staff will have set hours to work the circulation desk, technical services, and roaming reference in order to cross-train and reduce idle time.
F. Finances/Budget
KTPL must develop a financially sustainable organization that yields a valuable return on community investment.
F1. Management will conduct a thorough study of all discretionary spending and examine its necessity, cut anywhere that is possible without inhibiting the overall mission. F2. Management will conduct a cost/benefit study of current programs to measure effectiveness. F3. Issue a 5% pay cut across all employee levels. F4. The library will hold an annual community fundraiser to help offset any budgetary cuts. F5. Effectively communicate the value of materials and services a patron receives by making a Library Value Calculator available on the organization’s website. Include this tool in a marketing campaign during tax season and share case studies illustrating fiscal return on library investment.
G. Staff
KTPL will provide knowledgeable, friendly, and proactive staff members who offer excellent customer service to meet the changing needs of its patrons.
G1. Library administration will design and implement a staff orientation for all new hires and an ongoing customer service training program for existing staff. Library administration will devise and implement a recognition program for outstanding customer service.
G2. Library administration will create and post a professional and customer service goals statement with staff objectives and post in staff lounge and in at each public service desk.
G3. Adult and children’s staff will begin a “roaming staff” program by walking around their areas to meet, assist, and increase interactions with patrons.
G4. Library administration will track staffing levels and patron demand in order to schedule staff appropriately.
G5. Library administration will evaluate each new opening created by retiring or attrition of staff with the goal of eliminating at least one full time position in order to provide for a staff continuing education fund, specifically encouraging MLIS attainment.
G6. The library will recruit more staff with MLIS or other library degrees as appropriate to the position. Management will recruit staff with a high degree of customer service skills.
G7. At least 40% of staff will take advantage of outside training and continuing education. Library administration will encourage employees to take advantage of continuing education and outside training opportunities and will set aside $3000 yearly to help offset the costs of employee’s educational expenses. Administration will create guidelines for the use of funds so that they may be used fairly and ethically.
G8. Adult and children’s staff will actively learn and incorporate current trends in their respective services by holding monthly meetings to review topics presented in current professional literature and by participating in at least four in-house or online staff development classes or workshops each year. At least one in-house training session will be entirely devoted to new and existing technology resources.
G9. Library Administration will encourage staff to obtain membership in state and national professional associations and will provide for comp time for staff who attends professional conferences.
Here are a few goals/objectives I created for a previous strategic plan. I'll do some more reading to see if any would work for our case or at least be suitable starting points. I think a focus on staff/management could be especially relevant given the need for internal marketing.
Technology
KTPL shall implement technologies as they become available in order to keep services vital, while ensuring equal and efficient access to relevant information for all users.
C1. Utilize technology to enhance communication. For those who wish to subscribe, email a monthly library announcement that includes an upcoming program schedule, latest collection additions, and any other pertinent news. Conduct on-line assessments in order to modify resources and services to meet customer requests.
C2. Continue to increase the technical capabilities of the staff in order to serve the needs of members. Reallocate resources to assist staff and library members with technical questions. Establish a monthly brown-bag series, whereby staff presents individually-chosen topics of interest on a rotating basis.
C3. Partnering with community, enact an education program to provide PC training and job hunting classes on the Internet.
C4. Make reference services more readily available by adopting mobile reference technology such as My Info Quest (http://www.myinfoquest.info).
D. Management
KTPL will provide management with the tools required to gain the knowledge necessary to remain up-to-date with the ever-changing environment, while motivating staff to work more efficiently and effectively.
D1. Management will create a fund to help offset costs for one upper-level employee to attend a yearly ALA conference to keep up to date with current library trends and developments.
D2. Upper management will develop an incentive program to recognize staff that adheres to professional standards with perks such as personal days.
D3. Management will experiment with a “station rotation” schedule where staff will have set hours to work the circulation desk, technical services, and roaming reference in order to cross-train and reduce idle time.
F. Finances/Budget
KTPL must develop a financially sustainable organization that yields a valuable return on community investment.
F1. Management will conduct a thorough study of all discretionary spending and examine its necessity, cut anywhere that is possible without inhibiting the overall mission.
F2. Management will conduct a cost/benefit study of current programs to measure effectiveness.
F3. Issue a 5% pay cut across all employee levels.
F4. The library will hold an annual community fundraiser to help offset any budgetary cuts.
F5. Effectively communicate the value of materials and services a patron receives by making a Library Value Calculator available on the organization’s website. Include this tool in a marketing campaign during tax season and share case studies illustrating fiscal return on library investment.
G. Staff
KTPL will provide knowledgeable, friendly, and proactive staff members who offer excellent customer service to meet the changing needs of its patrons.
G1. Library administration will design and implement a staff orientation for all new
hires and an ongoing customer service training program for existing staff. Library administration will devise and implement a recognition program for outstanding customer service.
G2. Library administration will create and post a professional and customer service goals statement with staff objectives and post in staff lounge and in at each public service desk.
G3. Adult and children’s staff will begin a “roaming staff” program by walking around their areas to meet, assist, and increase interactions with patrons.
G4. Library administration will track staffing levels and patron demand in order to schedule staff appropriately.
G5. Library administration will evaluate each new opening created by retiring or attrition of staff with the goal of eliminating at least one full time position in order to provide for a staff continuing education fund, specifically encouraging MLIS attainment.
G6. The library will recruit more staff with MLIS or other library degrees as appropriate to the position. Management will recruit staff with a high degree of customer service skills.
G7. At least 40% of staff will take advantage of outside training and continuing education. Library administration will encourage employees to take advantage of continuing education and outside training opportunities and will set aside $3000 yearly to help offset the costs of employee’s educational expenses. Administration will create guidelines for the use of funds so that they may be used fairly and ethically.
G8. Adult and children’s staff will actively learn and incorporate current trends in their respective services by holding monthly meetings to review topics presented in current professional literature and by participating in at least four in-house or online staff development classes or workshops each year. At least one in-house training session will be entirely devoted to new and existing technology resources.
G9. Library Administration will encourage staff to obtain membership in state and national professional associations and will provide for comp time for staff who attends professional conferences.